A six-lane recreational freeway has the following characteristics: 12 ft lanes, 6 ft lateral clearances, 2 ramps/mi, 10% trucks (standard mix), peak-hour factor=0.95, level terrain, peak-hour demand=4,000 veh/h. Because the facility serves recreational users to a nearby ski area, the peak period occurs on weekends, and light to moderate snow is the normal weather pattern. If virtually all users of the facility are unfamiliar with the roadway, what is the expected LOS during the peak period?

What do you have to check when constructing a retaining wall? write as much as you can

1. Given discharge is 450 m³/s, river width is 50 m at a depth of 6 m and bed slope of 0.0003, the sediment has a typical diameter of 0.01 m. Estimate the bedload transport using Shield and Einstein-Brown formula.

2. Annual precipitation measurements (Pi in cm) for M City, were given in Problem 1. Determine the magnitude of the 10-year precipitation depth if the data fit:

1. the normal distribution.
2. the Gumbel distribution.

How many times was the P10 (normal) exceeded in the 20-year annual precipitation record given in Problem 1?

Describe about bogue compounds in concrete... Explain about cement hydration

Design a concrete mix using ACI Method required for an exterior column to be located above ground level in an area where it will be wet and subjected to substantial freezing and thawing. The concrete is required to have an average 28-day compressive strength of 30 MPa. For the conditions of placement, the slump should be between 25 and 100 mm. The column is 300 mm square with a minimum clear space for aggregate of 50 mm. The properties of the materials are as follows:

This value takes into account the difference between the average strength required and the specified design

• Cement:

• Type I,
• Specific gravity = 3.15

• • Fine aggregate:

• Bulk specific gravity (SSD) = 2.85;
• Absorption capacity = 1.96%;
• Surface moisture = 3.3% based on SSD state;
• Fineness modulus = 2.75

• Coarse aggregate:

• Maximum size = 34 mm;
• Bulk specific gravity (SSD) = 2.99;
• Absorption capacity = 1.69%;
• Surface moisture = 0.8% based on SSD state;
• Dry-rodded unit weight = 1550 kg/m³

1. A rectangular, well-mixed aeration lagoon is 75 m long, 5 m wide, and 2 m deep. It receives 400 m³/d of wastewater with a BOD₅ of 367mg BOD₅/L for treatment. The biodegradation rate constants for the wastewater are the following: yield coefficient = 0.8 mg VSS/mg BOD₅, endogenous decay constant = 0.08 d^-1, maximum specific microbial growth rate = 1 d^-1, and half velocity constant = 76.0 mg BOD₅/L.                                                                                                       

1. What must the hydraulic detention time be in the aeration pond? (days)

2. What is the efficiency of the lagoon? (%)   

3. The pond’s efficiency depends on oxygen being always available for the microbes to use in degrading the wastewater organic carbon. How much oxygen must be supplied daily to the pond? (in kg)

4. What mass of microbes will be produced in the pond each day? (in kg)   
5. Suppose the operators decide to perform a recycle of the lagoon’s effluent to boost the efficiency. They decide to pump sludge from where it accumulates at the bottom of the pond to mix with the influent such that the incoming flow contains the same concentration of bacteria as the pond itself (X₀ = X). What will the new treatment efficiency be? (%)

Mainly need part a, d, e

Case Abstract: Company ABC, an AE, constructor and construction management firm, recently assigned Bob Ironside to turn a major coal fired generating station project around. Currently at 36 percent construction completion, the project is shifting from an emphasis on civil and structural work to bulk production. Cooperation of the owner, the multi-prime contractors, and strong labor unions is cach vital for performance improvement. The analysis of this project involves: 1) identification of significant external influences on the project organization, 2) probing the work operations and coordination requirements, 3) determining the organization problems, 4) recommending a revised structure, and 5) setting priorities for action. Plant description: The Blue River Project consists of two coal fired generating stations, each with a capacity of 600 MW (e). The identical units occupy a new site in western state. The remote location makes access for both men and materials very difficult; wet weather during five months of the year further increases this difficulty. The unit includes the latest equipment, instrumentation and air quality control technology. Major features making up the plot plan include: the coal handling facilities, the water treatment building, the cooling towers, the waste disposal area, the switchyard, the power block, and the air quality control system equipment. Construction facilities erected by Company ABC include construction offices and warehouses, change houses, laydown areas, and fabrication shops for each of the crafts. The topography of the area required large quantities of earthwork to develop the site of approximately 150 acres. This limits the area available for construction material staging, fabrication, and preassembly. The general arrangement concentrates mechanical equipment on the ground and mezzanine floors of the turbine building. The turbine generator and the control room occupy the top floor of this totally enclosed building. Major mechanical equipment includes pumps, heat exchangers, and compressors. The owner and regularity requirements have increased quantities in the piping and electrical systems to approximately 1.25 times normal values. The instrumentation systems involve advanced solid state technology which requires specialized installation techniques and a controlled storage environment. uilding. The turbine generator and pumpsheat exchangers, and comp r building Chanical equipment includes imately 1.25 times normal the piping and clectrical sys. c hnology which requires sp Yard features at the Blue River project make up a substantial work scope. This includes the automated coal handling system, the switchyard, water treatment buildings, limestone processing and storage facilities, and a series of ponds for soil waste disposal Owner Background: The owner of Blue River, an investor-owned electric utility, is growing rapidly because of a steady eight percent load growth in its service area. Company policy directs active owner involvement in engineering, procurement, and construction for major projects such as Blue River. This results in owner assignment of a large project staff, including both engineering and construction personnel. The owner's engineering group reviews all specifications and drawings for the project and frequently requires extensive changes to Company ABC's standard design practices. The owner's team also includes a project control group which imposes its facilities- based system for project monitoring and reporting on Company ABC. Another plant in the state recently experienced a failure in one of the high pressure piping systems. This has increased state inspection activities. As a result of concerns that the state licensing agency and the boiler insurance company might not approve the plant, the owner recently expanded its quality assurance group and revised the project QA manual to substantially increase inspection, testing, and documentation requirements. The aggressive public utility commission in the state encourages a high level of owner involvement. Recently this regularity agency has excluded portions of the new plan costs from an electric utility's rate base because it concluded that these costs resulted from mismanagement of the project. This has a severe impact on the utility's financial performance and cost of the capital. The state is also known for very stringent environmental protection. The responsible regularity agency forces electric utilities to immediately adopt advances in air and water pollution control equipment, regardless of the impact on engineering or construction activities currently underway. Company ABC Background: years old. The Engineering Dively from the engineoort groups are one manage Company ABC enjoys a national reputation as highly qualified engineer and constructor, based on over 50 years of experience. Coal fired units, such as Blue River project, make up a large portion of Company ABC'S workload. The Engineering Department dominates Company ABC, a newly implemented project management group draws managers exclusively from the engineering departments. In conjunction with the implementation of project management, several home office support groups are energetically attempting to extend their influence over site activities. Project control, accounting, and materials management are examples. Company ABC specializes in force account construction of power plants, a large majority of the field supervisors and managers came up through the craft ranks. The construction department includes regional construction managers, responsible for numerous projects within a geographic area. Blue River Project Background: The owner engaged Company ABC as Architect Engineer and Construction Manager for the project. Company ABC planned to use a standard design for the Blue River units. Although specific equipment details and owner preferences always require some change, the Project Engineer was confident that the basic design, used successfully on several prior units, would meet project requirements. However, during both the conceptual and the detailed engineering, two impacts prevented this. First the new requirements of the environmental regulatory agency added major equipment components and systems to the project. Second the owner's engineering and operations personnel insisted on implementing their own design preferences. Examples included instrumentation systems, air quality control systems, and solid waste disposal systems. Many of these changes upgraded manufacturing and installation requirements substantially from industry practice. These impacts resulted in a substantial addition to both the design engineering staff in the home office and the resident engineering staff at the site. All specification and drawing releases are late. Experience of the utility President in transmission line and substation construction resulted in an insistence on fixed-price contracts. Company ABC manages the work of the 12 major contractors on the site and approximately 30 smaller contractors. Most of the contractors are structured to correspond with industry specialty contractor organization, such as boiler erection, mechanical equipment, and installation. The piping and the electrical contractors work over all plant areas, others concentrate on specific regions of the project. Low production and productivity during the first 12 months of construction led to a substantial revision of the budget just before Bob arrived. The cost estimate increased over $50 million and the schedule extended over 4 months. The unit rates and installation rates in the current budget are approximately 25 percent higher and 20 percent higher, respectively, than industry norms. Based on experience during the civil and structural work, Company ABC and the owner are monitoring the project on a major milestone basis. Changes in design requirements and site conditions have resulted in a large backlog of change orders for each of the contractors. Processing and execution of these changes require an average of 12 weeks cach because of the low delegation of authority in the owner's organization. The owner awarded the contracts in its name, with Company ABC designated as Construction Manager. Several of the contractors now claim that, at minimum, the large volume of changes and the refusal to extend the schedule have developed a condition of constructive acceleration. Several major suppliers of materials and equipment for the project are unable to meet schedules for engineering information and material delivery. Materials pace several segments of the job, this has required intense expediting and work around schedules. Organization and Operations The site uses an area organization, with separate Construction Superintendents assigned for the boiler area, the turbine building, and the yard. Within each area, contractor teams manage the work of individual contractors Each team consists of a contract manager, construction supervisors, engineers, planners, and contract administrators. The business management, project control, and engineering segments located in Owner's Head Office strongly influence the contract management platform. The dual reporting in the matrix segments of the organization causes biased decisions. The Company ABC site organization consists of 200 non-manual personnel. Bob has never seen greater than 100 for a project of this type. Contractor organizations total 250 non-manual and 600 craft. The Company ABC staff resulted from unfettered growth in an effort to solve the problems in supporting and managing the construction. Each functional group manager sincerely believes that his segment is understaffed to perform the assigned tasks. The three Area Superintendents (the boiler area, the turbine building, and the yard) cach conduct weekly coordination meetings. They attempt to plan and monitor construction activities on an area basis, but experience difficulty in obtaining adequate data from the control group. Also, the functional managers responsible for engineering and materials, citing excessive workload, are reluctant to allow their representatives to attend these meetings Although Company ABC provides major shared construction facilities, such as construction air and water, many duplicated facilities now crowd the Blue River site. Access to the structures is severely restricted by the extensive site work underway. Cranes from the multiple contractors crowd the limited staging areas available to the structures. Contractors frequently complain regarding restrictions to material flow both within and between the various areas of the project. Morale is very low. The contract management teams and the contractors are extremely frustrated by their inability to solve the problems restraining construction. Because of prior problems with quality, safety, and contract administration, along with severe owner criticism, line managers have adopted a "zero risk" approach to construction. No one makes a decision without "touching bases" with all managers whose area of responsibility may be affected. The owner insists on involvement in detailed decisions and retains approval for all changes influencing cost, schedule, quality, or safety. Several good construction supervisors have left; others are very frustrated. The piping, electrical and HVAC contractors have each encountered serious quality problems, resulting in substantial rework requirements. The owner's QA(Quality Assurance) group maintains that this indicates a strong need for greater involvement by both the owner and Company ABC in the contactor's quality programs. Recently implemented quality requirements establish additional inspection hold points for all welding operations. Project Status Serious cost and schedule problems jeopardize completion of the project. The current transition from civil and structural work to mechanical and electrical installation is proving extremely difficult. The mobilization of each new contractor highlights engineering and materials problems, along with contractor difficulties. Both Company ABC and owner inspectors continue to identify frequent quality problems with the work of the new contractors. Bob's Experience and Approach: Bob has never had a bad job. A graduate engineer, he worked his way up through the ranks of construction supervision, with extensive experiences with each of the major construction crafts. He is big, blunt, and very bright. He insists on performance and places high demands on both himself and his subordinates. His prior two projects, similar to Blue River, each faced severe problems but finished within schedules and budgets. On these jobs, Bob gained respect of all organization involved because he was uniformly tough and demanding, and he always placed project priorities first. Other managers in Company ABC attribute Bob's success to his forceful style and question the long term consequences of his extreme short term demands on subordinates.

Read the question and focus on it please

*What information would each of these solutions yield?

1000 MW coal-fired power plant emits SO2 at the legally
allowed limit of 6.47 x 108 g/sec (equivalent to 0.6 lb per 106 BTU).
The stack has an effective height of 300 m. It is a cloudy summer
day and the wind speed at 10-m is measured at 2.5 m/sec. What
is the ground level concentration of SO2 4 km directly downwind.
Assume a value for “p” of 0.25.EnvEng

please help me solve! thanks!

Two tangents of a proposed road meet at station 12+25.00 at a deflection angle of 29°33'00". A 630.00 ft radius circular curve will be used to connect these two tangents.

b) Layout this curve by the deflection angles and chords method. Use full stations of 100 ft. Tabulate the results and do the usual check.

An existing four lane section of urban freeway (3 lanes each way) is located in rolling terrain and has 10’ travel lanes, no lateral obstructions within 5’ of the pavement edge. The roadway has 8 ramps upstream and 4 ramps downstream of the midpoint of the six mile analysis segment. The traffic stream contains 10% trucks and buses, and 4% RV’s. The peak hour directional volume is 3200 vehicles with the heaviest 15 minute volume of 800 vehicles. What is the current level of service? f_p=0.95

Consider three vehicles running on a circular track of circumference 2 km. Vehicle A travels at a constant speed of 30 km/h, vehicle B travels at 60 km/h and vehicle C travels at 90 km/hr. Calculate the ratio of space mean speed over time mean speed.

Write down the main cause of leaning of Pisa tower? And how it stabilized. Write it in your own words.

Determine the required shear reinforcing for a simply supported concrete beam 7 meters long with a cross section of 500 millimeters in depth and a width of 380 millimeters. Use fc = 35 MPa fy = 400 MPa. The longitudinal steel uses one row of 25M bars. The specific live load is 29 kKn/m. The beam is not exposed.

1.A 1000 ephemeral stream segment along the Town Creek near Tupelo, MS has a width of 30-m. The difference in elevation of the bottom channel for the upstream to the downstream section is 0.5m. A triangular hydrograph cumulating 10-cm of runoff that begins at 0m3/s reaches a peak of 35m3/s after the first hour of flow and returns to 0m3/s at the time 2.8-hr.If no lateral or overbank inflow is observed along the reach:

a.(15pts) Compute the outflow hydrograph for this reach selecting a time step of 0.1hr, a travel time constant of 0.285 hr and a weighting factor o f0.35.(use 4 decimal places for the outflow hydrograph to determine the routing time to reach the 0m3/s)(As you could submit your routingin Excel, hand/typing calculation are required for the time step that corresponds to your last digit of the net id. If 0 then 10th time step)Hint: The inflow hydrographs should have time steps of 0.1-hr from the beginning to the end.

b.(5 pts) Determine the lag time and peak flow attenuation(difference) observed between inflow and outflow hydrographs.

c.(15pts) Assuming the routing parameters remain constant, compute the outflow hydrograph for the following 1000-m reach segment.(use 4 decimal places for the outflow hydrograph to determine the routing time to reach the 0m3/s)(As you could submit your routing in Excel, hand/typing calculation sare required for the time step that corresponds to your last digit of the net id. If 0 then 10th time step

d.(5 pts) Determine the lag time and peak flow attenuation(difference) observed between inflow and outflow hydrographs.e.(5 pts) Is the runoff volume and the runoff depth changing along the reach? Validate your response with proper calculations and demonstrations.

f.(5 pts) Plot all three hydrographs in one same graph.

An activated sludge plant receive 5.0 MGD of wastewater with a BOD of 220 mg/L. The primary clarifier removes 35% of the BOD. The sludge is aerated for 6 hr. The food-to-microorganism ratio is 0.30. The recirculation ratio is 0.2. The surface loading rate of the secondary clarifier is 800 gal/day-ft2. The final effluent has a BOD of 15 mg/L. What are the (a) BOD removal efficiency of the activated sludge treatment processes (secondary BOD removal), (b) aeration tank volume, (c) MLSS, and (d) secondary clarifier surface area? If 0.5 pound of oxygen is required for each pound of BOD entering the aeration tank and the density of air is approximately 0.075 lb/ft3, and the air is 20.9% oxygen by volume, calculate air requirements per day.